company reeling on past reputation producing unreliable software. - Recensione dipendente - Dipendente anonimo presso Trading Technologies

Hey there -- first off, thanks for taking the time to provide feedback. I’m sorry in this case your experience at TT has not been a great one, but I want to clear a few things up. You know how to get a hold of me, so by all means feel free to reach out directly if you have additional concerns or want to discuss ways we can improve what you view as deficiencies. Let me start, though, at your assertion that individuals are promoted because of favoritism or because they’re women. I can assure you that anyone who has been promoted -- to a manager or otherwise, female or otherwise -- was promoted on merit. It’s true, not everyone who is promoted to a manager comes with years of management experience, and it often is a skill learned on the job. One area we’ve acknowledged we could do better is on management training. But the qualities for which we look to put someone in a position of leadership are generally simple: do they consistently deliver at a high level, do they care about their teammates, and do they take ownership in what they do. My favorite colleagues are the ones I can depend on the most, the ones who consistently deliver quality, and the ones who put TT in the greatest position to succeed; so in that sense, I guess I do play favorites. These are pretty simple principles - and something we take seriously at TT. Regarding the “crappy posters” the marketing team puts out -- I couldn’t disagree more that they are useless. As much as marketing tends to employ outward communications, internal communications are equally important and vital for a distributed company of our size. The development of content (like the posters) representing what the company stands for is one way we can have some fun in a creative way while still unifying our offices around the world with a core set of principles. Rallying around our goals, principles, and vision is vital to supporting a strong culture and reinforcing a sense of who were are as TT. Regarding India, I’m surprised I need to make this point considering you’re either a current or recent employee at TT and should know better. It’s an insult to the team there to imply they amount to “cheap labor.” As you know one of our most senior engineers who has been with TT for over a decade decided to move closer to home (India) several years ago, and rather than saying goodbye to a trusted member of the team, we agreed to let him try building an extension of TT engineering. From day one we made a point to hold this team to the same high standards we hold all engineering hires, and it’s turned into a roaring success. Finding engineering talent that can thrive in such a challenging space such as ours is one of the most difficult parts of running TT -- the ability to tap into the incredible tech talent in the region was a gift to us and we are thrilled at the team they’ve built. I hope you take me up on my offer to chat 1-on-1 because while you clearly have some concerns about the way we do things at TT, I would hope I can at least clear up some misconceptions you have and learn how we can do a better job communicating with other employees, if you think these are commonly-held misconceptions. Thanks again for taking the time to reach out. -Rick